1. Garry Hearn

3. Training Education On Ops At home At Work Building Capability through L&D

4. ‘where people continue to expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspirations are set free, and where people are continually learning how to learn together’ Senge (2006)

5. ‘Let’s use all our brains, all of the time’ Hearn 2010 Blooms Pedagogy

6. Building Capability within the L&D department

7. On Ops At home At Work Changing Capability within the Business Blooms Pedagogy

8. Looking at the frequent criticisms of L&D practice in organisations it seems clear that the strategy and planning processes are often poorly understood and that plans in consequence add little if no value. CIPD 2005 The presumption is that more effective systems of HRM practices, which simultaneously exploit the potential for synergies among such practices and help to implement a firm’s competitive strategy, are sources of sustained competitive advantage. Un-fortunately, very little empirical evidence supports such a belief. What empirical work does exist has largely focused on individual HRM practices to the exclusion of overall HRM systems. Huselid 1995 The connection between individual action and organizational action becomes problematic, e.g., when individuals in a staff unit develop new, powerful solutions which, however, are not implemented due to cultural inertia. March and Olsen 1975 Unhappy is the fate of one who tries to win his battles and succeed in his attacks without cultivating the spirit of enterprise; for the result is waste of time and general stagnation. Hence the saying: The enlightened ruler lays his plans well ahead; the good general cultivates his resources. Sun Tzu c500BC

9. Needed to become a ‘Leader’ of learning and development…not just a deliverer of L&D products!

10. What Leaders Are What Leaders Know What Leaders Do Values and Standards Example Responsible Influential Example Responsible Influential Professional Competence Develop Build Teams Achieve British Army Leadership Doctrine

13. Business Tension Cost Agility Brilliance Risk Being ‘Influential’ - Focus on Business Benefits (build the business case)

14. Willingness to Change Seniority Users Middle Managers Senior Leaders Agility Brilliance Cost Risk Effective Blended Learning LMS Apps Video Flipped Classrooms VLE 70-20-10 Effective Blended Learning LMS Apps Video Flipped Classrooms VLE 70-20-10 Building Teams - Focus on Their Concerns Pass rate – 65% to 100% Access – Classroom to Anywhere, anytime Users – 16 to 8000+ Cost – £17600 to £0 Better Job and more interesting

15. Willingness to Change Seniority Users Middle Managers Senior Leaders Agility Brilliance Cost Risk Building Teams - Focus on Their Concerns

16. L&D Cost Agility Brilliant Effective Blended Learning LMS Apps Video Flipped Classrooms VLE 70-20-10 Effective Blended Learning LMS Apps Video Flipped Classrooms VLE 70-20-10

17. ‘we don’t need you to explain what you’re offering. We trust what you are offering’ Siemens Board to L&D – Ashridge ‘The Grit in the Pearls’ report 2014

18. A Agility Access B Brilliance C Cost Change

19. What Leaders Are What Leaders Know What Leaders Do Values and Standards Example Responsible Influential Example Responsible Influential Professional Competence Develop Build Teams Achieve However!

20. Professional Competence??